|
Harcourt Memorial United Church REPORT OF THE JOINT WATERLOO PRESBYTERY/HARCOURT MEMORIAL NEEDS ASSESSMENT COMMITTEESubmitted to the Council of Harcourt Memorial United Church, 16 May, 2007 Harcourt representatives: Elizabeth Bone, Vera Dyck, Sandy Middleton, Ian Rowe, Steve Scadding, Steve Pierce, Emily Woods Presbytery Representative: Rev. Andy Comar " I will pour out upon everyone a portion of my spirit; and your sons and daughters shall prophesy; your young (men) shall see visions, and your old (men) shall dream dreams." (Acts 2: 17) "This may be the most exciting and challenging time to be the church during the last 300 years." (Keith Howard, 2006. Observer, June 2006, p.49) "For God gives us this day the vision and the courage and the boldness to turn dreams into reality, to live ...with passion, laughter and wide open love that stuns the world." (Living the Welcome, The Journal, pg.162) INTRODUCTIONThe preparation of this Joint Needs Assessment Committee (JNAC) report was prompted by the retirement of Rev. John Buttars in June, 2006, following his 30-year ministry at Harcourt Memorial United Church. Once the JNAC began its work it became clear that Harcourt was at a watershed in its history. After 30 years of relative stability, John's retirement provided an opportunity for the church to reflect on its past and to dream of its future. Thus, the JNAC entered into a year of information gathering that focussed not only on the current strengths and weaknesses of the congregation and its activities, but also on a vision for the future. This activity culminated in a First Report that was released to the congregation for discussion. The report, in turn, led to a concentrated period of 'visioning' that provided feedback on the content of the report, but also provided additional information, particularly around the future of Harcourt, that was useful to the JNAC. At the same time the United Church of Canada began its Emerging Spirit campaign. Though targeted at the United Church as a whole much of the information provided is relevant to Harcourt's specific interests and needs. Accordingly, this final report is the product of much thoughtful deliberation and serious discussion within the congregation, and the broader context provided by Emerging Spirit. The JNAC, though fully aware of the guidelines provided by the Pastoral Relations Guide (United Church of Canada, 2001) pertaining to the format Harcourt Memorial United Church is located in the city of Guelph, Ontario, and
100 km west of the city of Toronto. In 2006, the city had a population of 114,943 (metropolitan area population of 127,409) and continues to grow at an annual rate of 2%. Most of the growth is taking place in the eastern and southern suburbs, which give ready access for commuters to Highway 401. The City of Guelph celebrated its 175th anniversary in 2002 and is renowned for its original town plan and architectural heritage of fine stone buildings that together give it the flavour of a European city. Guelph has a very active community life: arts, entertainment, service clubs, social and sports organisations. A mix of industries, educational institutions, and branches of government provide the commercial foundation of the city. In 2005 the three largest employers in the city were Linamar Corporation (8087 employees), the University of Guelph (3723 employees), and the Upper Grand District School Board (3400 employees). In the 2001 census about 80% of the population of Guelph reported English as its mother tongue with the other 20% reporting a diverse mixture of languages as mother tongues (pertinent 2006 census data were not available at the time this report was written).
Harcourt Memorial United Church is situated south of the city centre in a well-settled area known as the 'Old University Neighbourhood'. The church is within walking distance of the University of Guelph, Centennial High School, several public schools, Stone Road Mall shopping plaza, and a number of parks. In 2005 the incorporation of the Southwood United Church congregation into Three Willows United Church, located to the northwest of the city, left Harcourt as the only major United Church in Guelph, south of the Speed-Eramosa Rivers.
There are many churches and religious organisations in Guelph including five other United Churches. Relations between these, and the several rural United Churches, are good as reflected by their participation in the Guelph Cluster that meets monthly to discuss matters of mutual interest. Also, our ministers and lay church members are involved and connected with Waterloo Presbytery, Hamilton Conference and National Office at various levels and the Five Oaks Retreat Centre.
A) Harcourt's Mission Statement
"Harcourt Memorial United Church represents a people of God called together and sent forth by Christ to Rejoice, Renew, Reach out. Our mission is to:
--- welcome into community all who wish to serve God and follow the way of Jesus
--- receive and proclaim God's reconciling healing power in all of life
--- work with love within the congregation and world".
The attempts to fulfil this mission statement are outlined in the sections that follow.
B) Harcourt and its Ministry
Harcourt currently has 537 households under pastoral care and a confirmed membership of 550. The age distribution of the congregation is more elderly than for Guelph as a whole (For Guelph, ages 0-19 comprise 26% of the population; ages 20-39, 32%; ages 40-59, 26%; and ages 60+, 16%). The 'greying' of the congregation has been significantly increased by attendance of many residents from the recently developed retirement community, The Village by the Arboretum. The average weekly attendance at the 10:30 a.m. Sunday services is 280.
The make-up of the congregation is diverse as it draws its members from all parts of the community. Because of this diversity the members seek a variety of worship experiences. Accordingly, over the recent past, there have been three worship services at Harcourt: a small, 'traditional' Sunday service at 9:00 a.m.; a large, family oriented, and more-or-less 'traditional' service at 10:30 a.m.; and a less frequent but more contemporary worship service known as 'The Open Door'. There is an active, co-op format Sunday school with an average weekly attendance of about 30 and two youth groups that cater to the needs of teens. Further, the social and spiritual needs of the congregation are met through a variety of programs, e.g. the 'Mindstretch' study group, Bible Study, Women's Spirituality, Men's Breakfast, UCW, Women's Fellowship, and individual work with our team of spiritual directors.
Music is an integral, much appreciated, and important activity at Harcourt. The Adult Choir averages 30 members for Sunday services. The Adult choir not only supports regular and special services, but also participates in community events at Christmas and other occasions. In addition there are children's, youth's, and mixed (known as 'Watchfire') age choirs that contribute to the services from time to time. Their membership varies depending upon the school cohorts. A senior Hand-bell Choir, with about 15 members, regularly participates in the worship services. Finally, opportunities are developing for participation in instrumental music groups, e.g. the guitar group that meets weekly and provides support during services when required, and that also hosts 'coffee house' evenings throughout the year.
Harcourt has a strong commitment to its outreach. In 2005 Harcourt Memorial United Church became officially designated as an Affirming Congregation. The congregation is a participant in a number of community initiatives, e.g. the downtown Saturday night dinners, the Guelph Food Bank, the 'Beef Connection', and projects brought to our attention from time to time, by the Justice and Outreach Committee. Further, we support at least 25 church sponsored groups and co-operate with almost 20 additional community groups through outreach programs or the sharing of facilities. An important challenge to our outreach, however, will be ministry to the expanding suburbs of south Guelph.
Harcourt has a history of successful long-term ministry to which it committed itself in 1985. Over the years a model of shared, but equal ministry, has gradually evolved. The congregation in 1990 formally accepted this model. Until 30 June, 2006, our two ministers shared responsibilities for Worship and Pastoral Care, with added individual responsibility for either Christian Development or Outreach. The minister for Worship, Pastoral Care, and Outreach, retired in June 2006 after 30 years of ministry at Harcourt. In addition, five other staff positions complement our ordained staff: Youth Worker, Music Director, Administrator, Secretary (part-time) and Custodian.
C) Harcourt's Resources
Harcourt is rich in resources: the talents and financial resources of its membership (430 identifiable givers and 350 financially supporting households), the physical facilities, the quality of its paid staff and their leadership, and the many volunteers who contribute to the running of the church. The 2007 annual operating budget is $458,330 with an additional $92,000 for the Mission and Service Fund. Church facilities are spacious and are continuously being upgraded and renovated. The parking lot was re-paved in 2004, a heavy-duty dishwasher was installed in 2005, and the sanctuary was renovated in 2006. There is ample room for worship and meetings, a well-equipped kitchen, gymnasium, music room, chapel and private offices for ministerial staff. All facilities are handicapped accessible. There is an elevator for those in wheelchairs.
A 50th anniversary sanctuary renovation project began in 2006 for which the target of $250,000 was raised during a 6-week campaign.
The church is governed by the Church Council (60+ members), Board of Trustees and a number of committees. The ministers and staff are supported by two committees: The Personnel committee looks after the formal matters of job descriptions, personnel policies and procedures, personnel reviews, and managing the personnel budget; The Ministerial Support Committee meets when necessary, and on a confidential basis, to support the ministerial staff. Harcourt has a history of good personnel relations.
Many volunteers act as lay leaders and to support the church's mid-week activities such as study groups, men's and women's groups, mid-week groups (e.g. Beavers, Brownies, Cubs and Scouts) and spiritual companionship. Also, volunteers staff the church library, maintain the gardens, and assist with other projects as the need requires
a) JNAC
The Joint Waterloo/Harcourt Memorial Needs Assessment Committee (JNAC) was formed in March, 2005, with a membership of Elizabeth Bone, Vera Dyck, Rev. Andy Comar (representing Waterloo Presbytery), Sandy Middleton (chair), Ian Rowe, Steve Scadding (secretary), Steve Pierce, and Emily Woods. The need for the JNAC was prompted by the announcement of Rev. John Buttars' retirement date of 30 June, 2006, after 30 years of ministry at Harcourt. The mandate of the committee was to investigate the future ministerial needs of the Harcourt congregation and its community outreach, while keeping in mind Harcourt's Mission Statement and Core Values, and the continuing ministry of Rev. Monica Moore. The JNAC was to complete a report on its findings and present that report with recommendations to the Church Council. Nineteen meetings were held in 2005/06 and culminated in the release to the Harcourt Church Council, on 4 October, 2006, of the JNAC's First Report (See Appendix 1). The intent of this exercise was to offer for discussion and feedback the JNAC's findings and recommendations before the JNAC prepared its Final Report.
The Harcourt congregation was consulted in a variety of ways:
The process was developed using the Pastoral Relations Guide (United Church of Canada, 2001) and questionnaires prepared by the JNAC.
Those who provided input to the JNAC expressed satisfaction with the process and their appreciation for the opportunity to be involved.
After a few months' hiatus in its activities, the JNAC was charged by Council to complete its report following Council's discussion on 4 April, 2007, of the contents of the Report from the Visioning Team (see below). The information provided in the Visioning Team's report was added to that collected by the JNAC to complete its final report.
b) Visioning Team
One of the recommendations in the JNAC's First Report was that Harcourt needed to formulate a Vision Statement. From this, the church Council formed a Visioning Team to seek feedback on the First Report and to articulate a Vision Statement. Accordingly, between October 2006 and March 2007 the Visioning Team met 9 times. In the same time period the team led an intense period of 'information gathering'. These activities culminated in the Report from the Visioning Team (Appendix 2) that was presented to Council on 21 March, 2007, and discussed at a special meeting on 4 April, 2007. The report identified where the JNAC's preliminary recommendations and proposals were supported; where there were concerns and different opinions; and where there were additional points that the JNAC should consider as it completed its work.
A Vision Statement presents 'a clear mental picture of a preferred future'. Harcourt has a Mission Statement that declares what we who attend Harcourt do, where we concentrate our efforts and how we contribute to fulfilling a vision. The words "Rejoice, Renew, Reach Out" reflect Harcourt's mission, i.e. what we hope to do. However, without an accompanying vision statement the JNAC feels that the mission for Harcourt cannot be sharply focussed for action. In making this observation the JNAC appreciated the amount of time and energy that went into developing Harcourt's mission statement, and in no way wants to undervalue that effort. But without a similarly crafted vision statement the JNAC feels the task is incomplete.
Therefore, as part of our deliberations the JNAC entered into a discussion on developing a vision statement for Harcourt. As stated above a vision statement presents 'a clear, mental picture of a preferred future'. Preparing a vision statement can be a difficult process but it is also a very important task to complete. By contrast to a mission statement, a vision statement sets the direction for any organization. A clear and powerful vision can greatly motivate people. Great visions touch people. A weak vision or no vision does the opposite; it can cause ambiguity and confusion. Vision statements are usually short (so people can remember them), they are easy to understand and they motivate people to act. Vision statements appeal to the heart and may never be fully achievable.
The JNAC considered the first part of Harcourt's mission statement as being a possible vision statement: "We are a people of God called together and sent forth by Christ to
". However, in grappling with a vision statement that will carry Harcourt into the future, the JNAC considered how those who are 'outside' of Harcourt might read this statement and respond to it. Part of the challenge is to develop a statement that uses language that is both attractive to those 'outside' Harcourt and yet reflects our religious and spiritual roots and values. The JNAC was not convinced that the above statement is the kind of vision statement that will touch the 'hearts' of those who may be seeking a church community or who may be 'drawn' to Harcourt by the statement. Also, the committee was not sure it reflects how the JNAC sees the future for Harcourt.
The JNAC's discussion considered the following words or phrases as being important to include in any vision statement. The JNAC considered what it means to be a "modern church". The description of a modern church includes the following concepts:
Some would say that the church has always been about many of these things. However, given the pace of change and the influences that create change, the church's role within people's lives, the local and global community, and the context within which its role is implemented, many are far more complex today than in the past. Flexibility, open-mindedness, inclusiveness and relevance to people's lives needs to be emphasised at this time in Harcourt's continued development.
One of the recommendations in the JNAC's First Report was that a Vision Statement be prepared for Harcourt that would lead the congregation into the future. Subsequently the Visioning Team was assigned the task of developing a Vision Statement for presentation to Council. It may be, however, that depending on the final wording of the Vision Statement, the Mission Statement may have to be re-visited.
Recommendations:
Based on the input received from the congregation, the survey responses, the 'town hall' meetings, the work of the Visioning Team, and the JNAC's own deliberations, the committee believes that Harcourt is doing a number of things well.
a) Welcome. Many find Harcourt to be a warm, affirming, and consciously inclusive community that welcomes into all aspects of the life of the church, people of diverse backgrounds, orientations, theological perspectives, and faith/doubt experiences.
b) Team Ministry. Team ministry at Harcourt has evolved over the years into what is perceived as a generally effective one. The ordained ministers have shared equally in the ministerial responsibilities of the church while working in friendly cooperation with the office staff, custodian, music director, youth leader(s), and the many volunteers upon which the church depends. The contributions of all members of the team have been appreciated and valued.
c) Rich and varied worship services. The variety and depth in worship services has facilitated profound worship experiences for people with differing spiritual expectations. The following have been features of Harcourt's worship services: centrality of spirituality; honest liturgy based on sound theological scholarship; intellectually challenging sermons that speak to issues of the day and based on biblical interpretation; involvement of children/youth; varied musical content, often with the participation of children, congregation and added musicians; and openness to new expressions worship, e.g. dance, and Taize. A key to Harcourt's 'successful' worship over the years has been its ability to adapt to changing times.
d) Music Program. Harcourt has had dynamic musical leadership over the years. This has resulted in a music program that is vibrant and caters to a variety of genres. Worship music is led by the various choirs (choral and hand-bell), the organ, and instrumental musicians (guitar, strings, percussion, brass, and winds). Further, the multiplicity of talents within the congregation has been harnessed to provide musical entertainments (coffee-house to musical theatre) that not only serve as fund-raisers but also create a strong sense of community.
e) Christian Development/Fellowship Programs. The church has a well-developed Sunday School program (average weekly attendance of 30) that is staffed by volunteers. Since June, 2006, the youth program (average attendance of 20) has been coordinated by a full-time staff associate. The church also sponsors its own Scout Group (messengers -> pathfinders). In the past Harcourt has supported a number of family 'clusters', and from time to time supports other family activities, e.g. vacation Bible school, family camp, annual picnics/barbecues, and family entertainments. Harcourt has many mid-week groups that provide fellowship and study opportunities for the diverse interests of the congregation. Finally, Harcourt has a library with a good collection of books housed in a space that provides a comfortable setting for study and reflection.
f) Outreach. Harcourt values its commitment to local and global outreach. This is reflected in Harcourt's preparedness to share its facilities with community groups on a regular basis (e.g. scouts/guides, Rainbow Choir, Royal City Nursery School) and, as the need arises, with such groups as Hospice Wellington, Kiwanis Music Festival and Guelph Spring Festival). Members of the congregation provide voluntary support for numerous community ventures (e.g. Chalmer's Saturday Night Suppers, and the Beef Connection). Harcourt regularly exceeds its budgeted financial contributions to the United Church's Mission and Service Fund, while actively supporting various causes brought to the congregation's attention by the Justice and Outreach Committee (e.g. through the Lenten Appeal and White Gift). Finally Harcourt has been responsive to the needs of the global community through its support of the Uganda Project, Beads of Hope campaign, and its organization of a community concert in support of the Asian Tsunami (2005) victims.
g) Fiscal responsibility. Harcourt has a history of generous financial support and sound fiscal management that has made it possible to support our ministers, ministries and programs, and to maintain our facilities. The congregation has always responded generously to special project appeals that usually relate to maintenance of the building and grounds. In the recent past we have re-roofed the building, installed a new south window wall, re-paved the parking lot, and completed our 50th Anniversary sanctuary renovation project.
h) Organizational structure. Harcourt is fortunate to have a committed Church Council that works through its committees. Committee members show dedication, passion, enthusiasm, resourcefulness, diligence, and humour. The congregation is fortunate to have a pool of talented and capable volunteers who provide leadership in numerous ways.
i) Affirming congregation. At the Annual General Meeting of 2005 the Harcourt congregation officially identified itself as an Affirming Congregation. The impact of this decision on Harcourt's congregational life has still to be assessed.
Despite the many favourable attributes that characterise the Harcourt community, there are concerns, many of which can be identified in the feedback summaries (available in the church office). The main concerns identified by the JNAC are as follows:
a) Changing demographic profile: Although Harcourt makes an effort to reach out to and support young families and youth within the church, it is clear that the congregation is ageing. This is presenting increasing demands for pastoral care (e.g. home and hospital visitation), and difficulty in maintaining some mid-week programs. Harcourt must address the challenge of how to balance the needs of its long-standing members/adherents with those of new, younger members/adherents and families, and those outside the church who are seeking a spiritual home.
b) Volunteer recruitment: As the congregation ages, Harcourt faces an increasing challenge in recruiting younger volunteers to serve on Council and its committees, staff the Sunday School, and support the work of the church. With our current pool of committed volunteers there is the ever-present reality of volunteer 'burnout'. Accordingly, Harcourt will have to look at ways to attract and retain new members committed to the church and its programs and who are willing to share its volunteer work. Additionally, Harcourt needs to be open to the evolution of its programs and volunteer opportunities, especially to fit the needs and services that newcomers expect and also may feel called to provide.
c) Financial Stewardship: Harcourt is facing the chronic problem of ever-rising costs, an aging building, and finite financial resources. As a result there is a need for financial planning to determine our priorities and what is realistically attainable. The congregation has not, in the recent past, placed a strong emphasis on financial stewardship. Instead the church has relied on a low-key approach to meeting its financial needs. Although this approach has been successful in the past, it may not serve us well in the future. For example, as the budget has grown in accordance with Harcourt's commitment to its own programs, and to its outreach, so too has the trend towards deficit. However, the recent, successful campaign to raise funds for the 50th Anniversary project shows that financial resources are available and financial goals can be achieved.
d) Forms of worship: Harcourt needs to explore and implement additional forms of worship to those that presently exist. Given the times in which we live additional forms of worship are sought by those who are seeking and wishing to experience new 'truths' within the church and/or different forms of liturgy and music. Survey results support this direction; however, the implementation of additional forms of worship has not, to this point, been fully embraced by the Harcourt community. The implementation of additional forms of worship does not mean that we will have to turn our back on the existing worship practices that have met the needs of our congregation in the past. However, a balance must be struck between keeping what is meaningful and needed by many members/adherents and new in itiatives that offer a broader definition of worship than currently exists. Although change always presents a challenge, where it is warranted, Harcourt needs to be open and receptive to it.
e) Need to strengthen our own (Harcourt) Community: Although Harcourt likes to think of itself as a warm, affirming, and consciously inclusive community, this is not always apparent to either newcomers or even some long-time members/adherents. Accordingly, Harcourt needs to look at ways of extending a genuine welcome to newcomers and to provide avenues for them to enter fully into the on-going life of the congregation. Further, as a community of faith, we need to find ways to be in closer touch with each other. This has become particularly important with attendance at either of the existing early or late worship services. Also, we need better channels of communication, e.g. about church governance, the role of Council, its membership, activities and initiatives; current church projects; information on small groups and how to become involved in them.
f) Youth Programs: Some firmly believe that the future of the church lies in its youth whose needs are significant and large, and unique to the times. Alternatively, others suggest that we should be less concerned about filling pews in the future and more concerned about providing our youth with a safe place and the necessary resources in which they can explore their emerging identity and spirituality. Although Harcourt has prided itself on its 'youth' programs, and has benefited from the efforts of many dedicated volunteers, it has not adequately addressed the strikingly different needs of young people from nursery to university ages. Neither has it found the best approach to including 'family' in the mix. Effective children and youth programs remain a challenge for the church.
g) Facilities and Equipment: Although delighted by the sanctuary renovations the JNAC is disappointed that the plans did not include flexible seating. The committee felt flexible seating would have greatly added to the versatility of the space. The JNAC recognizes the sensitivity that surrounds this issue and the importance to many of a 'sanctuary'. However, given the times in which we live, there is a need to provide opportunities for different worship styles as a means of reaching out to those who are looking for new ways of finding God in worship. Fixed seating is an impediment to such initiatives. Even the concept of 'sanctuary' may need to change as Harcourt broadens its outreach. Many new churches are built with 'multi-purpose' space, rather than a 'sanctuary', at the core of their buildings. Further, it is clear that the new projection equipment, though of high quality, is inadequate during daylight hours. Finally, following the sanctuary renovation, the organ has not been available for worship services, a disappointment to many.
As with all buildings, Harcourt faces the constant need for upkeep and how to cope with contingencies. In general, the building is well maintained but in places is showing its age. Further, equipment and furnishings are run-down (e.g. stained carpets, broken chairs and tables, inoperable drinking fountains.).
h) Community Outreach: Harcourt had its origin in the Brooklyn Mission, an outreach of Chalmer's United Church to the expanding community south of the Speed River. Over the years Harcourt's presence was obvious and it was able to reach out to, and meet the needs of its surrounding community (see Evolving Mission, Abiding Faith. Marilyn Whiteley, 2006). However, with the rapid expansion of the southern part of the city, combined with the closure of Southwood United church (now amalgamated into Three Willows United), Harcourt finds itself as the only major United Church south of the river. According to the 2001 census figures (2006 census data not available at the time this report was written), and within a 2 km radius of the church, are 2,875 nominally United Church people (i.e. 14% of a population of 21,255). Clearly, Harcourt faces an on-going challenge if it is to: i) reach out to, and make contact with those people who do not know of our presence in the community. ii) meet the diverse spiritual and social needs of the population in the fast-expanding community to our south. iii) maintain and provide programs for a potentially much larger congregation than at present, and iv) be prepared to move from the status quo and embrace change, e.g. a changing ethnic mix, additional forms of worship, different models for our 'ministry', roles of staff and changes in how we use our facilities.
A) Important considerations for Harcourt:
It is important that the Harcourt community becomes familiar with Emerging Spirit.
"Emerging Spirit is an initiative focused on establishing and nurturing a new relationship between the United Church and Canadians, especially those between the ages of 30 - 45 who are one of the first Canadian generations to grow up largely outside of the church."
The JNAC wishes this material had been available at the beginning of Harcourt's transition period; however, the material is still of value and importance to this report, particularly as it reinforces the JNAC's findings. This reality indicates that many of the JNAC's recommendations, though they may at first appear radical, are in step with the findings of the national church.
Emerging Spirit is working through three major initiatives:
In March 2007, 10 members of Harcourt, including staff, attended a training event called Living The Welcome. This training offers congregational teams an opportunity to foster welcoming ministries in their church communities by learning about the research and processes of Emerging Spirit.. The Moderator of the United Church of Canada has stated that "Emerging Spirit, and its public expression Wonder Cafe, are our affirmations that we can be a place of welcome, a place where folks of all kinds can journey together in faith."
The results of the research conducted by the United Church, and the material found in Emerging Spirit, is important information that we at Harcourt need to have available when considering our plans for the future. The JNAC encourages everyone to visit www.WonderCafe.ca.
Recommendation:
The JNAC recommends that Harcourt:
ii) Beliefs and Language:
What do we, the people of Harcourt, believe about God, Jesus, the Bible, baptism, the resurrection, communion and any number of other things about our Christian faith?
It would be interesting to know how the people of Harcourt would respond to these questions? Presumably, there might be a wide range of responses. At the same time, how we communicate what we believe can influence people. It might encourage those who do not attend Harcourt to consider coming and seeing who we are, what we do and what we believe. Some of the responses from the research completed by the United Church (Emerging Spirit) indicate that many people feel religion has a "telling" and "controlling" culture. Large numbers of people supported statements such as "
organized religion tells you what you have to believe" and "organized religion makes things too black and white". In this regard, many of those in the 30 - 45 age range believe that what happens at church is judgmental, controlling, intimidating and boring. Many people have a fear and dislike of dogma and intimidating ritual.
Other responses indicate that people are looking for dialogue, conversation or questioning. People are looking for an opportunity for healthy debate and discussion and a place where they can explore their own spirituality and create "their own map of their journey" (Emerging Spirit).
The language we use is critical. "Every relationship begins with a conversation". How do we make our church less daunting and intimidating? Maybe one way is through a welcoming conversation. However, if people do not understand the words we use, how do they understand and feel comfortable with what happens here? How do we describe our rituals or the way we worship, the order of service, what we do and why?
The JNAC believes we need to consider changing some of our current, dated language to more easily understood words or phrases. An example would be the names of committees such as the Fellowship and Communications Committee and the Pastoral Care Committee. The word 'narthex' probably does not mean very much to those who don't attend church. Even the term Sunday School may no longer be a helpful way to describe our programming for children and youth.
The JNAC recommends that Harcourt set some time aside to look at the issues of our beliefs and our use of language and how we communicate on matters of ritual and faith to others outside the church. A few statements from members of the congregation may serve as examples of the range of thoughts and beliefs that exist.
iii) "Size Theory/Transition":
In the recent church literature,* there has been discussion regarding the concept of "Size Transition", which relates to growth of congregations and the changing structure and needs that come with it. The literatures identifies four types of congregations:
At the moment, Harcourt may be identified as a Program Church, but is on the cusp of becoming a Corporate Church. As a Program Church, the demands of the congregation are greater than can be met by the ministerial staff alone. As we have seen at Harcourt, this reality has required a team approach to meet the needs of "an uneven leadership matrix in which some programs have paid staff, some have volunteer leaders so dedicated that they function like staff, and some have committees at the helm."
If Harcourt intentionally buys into Emerging Spirit and if it successfully attracts the younger generations, then Harcourt will become a Corporate Church. To quote the literature, "Churches almost always encounter difficulty when they arrive at a step - the boundary between one size and the next - because the culture of the congregation is in flux. Formal and informal relationships are being reshaped; key structures and processes are changing." "Invisible hindrances" are identified at plateau points between sizes that "prevent the assimilation of new members and the full participation of those already on our rolls." If /when Harcourt arrives at this point, the congregation will face major challenges. Thus Harcourt would be well advised to become familiar with "Size Transition" theory so that it can be prepared to deal with the issues as they arise.
* Relevant sources
iv) Change/New Directions:
It is said that change is the essence of life. Yet, we tend to resist change. Familiarity, even though it may have its problems, is often more comfortable than stepping into an unknown future. Throughout the two feedback periods, the first conducted by the JNAC and the second by the Visioning Team, no one came forward and enthusiastically embraced the need for change as suggested in the JNAC's First Report. There were written and verbal comments about some changes people would like to see take place; however, these were not directed at the need for the church to consider changes as a whole. There were also a number of comments that supported the status quo.
The JNAC's First Report identified and recommended the need for some new directions in the way we do things. The rationale for this is repeated in this report and additional support for change can be found in the Emerging Spirit materials.
Emerging Spirit identifies three types of change:
The JNAC believes that we need to make changes in each of the three areas. For example, if we are to sustain any of the changes initiated under the first two types, we need to foster a change in the mindset with which we approach the way we do things in the future. Changes do not have to take place all at once. The Moderator of the United Church of Canada encourages us not to be afraid as we face the future.
Harcourt needs to address its willingness to embrace change. The United Church of Canada sees the need and many congregations within the United Church, and other faiths, are initiating efforts to do things differently. Inevitably, there are inherent risks with change; but inaction also incurs significant risks.
As Harcourt reviews this report, the following question needs to be given serious consideration as it has profound implications for future actions:
Would you agree that in recent decades Canadian society has changed profoundly enough to cause the church to reexamine the way it offers its ministry?
B) Changing Demographic Profile:
The problems confronted by an ageing congregation are outlined in Section 4. However, as Harcourt attempts to resolve this dilemma though meeting the expectations of 'missing generations', it must not subordinate the needs of its older/traditional members/adherents who have been loyal to the church over many years. Yet, given understanding of the changing times in which we live, and an appreciation of how different the experience of today's younger generations is from those of yesteryear, it is clear that Harcourt needs to be adaptable and inventive in its approach to instilling new life to the congregation.
Recommendations:
Keeping in mind that Harcourt "cannot be all thing to all people" and the feedback received, the JNAC recommends that Harcourt:
C) Volunteer/Lay Involvement:
Harcourt faces an increasing challenge in recruiting volunteers to serve on Council and its committees, staff the Sunday School, and support the work of the church. With our current pool of committed volunteers, there is the ever-present reality of volunteer 'burnout'. Accordingly, Harcourt will have to look at ways to attract and retain new volunteers who are committed to the church and its programs. Additionally, Harcourt needs to be open to the evolution of its programs and new volunteer opportunities, especially to fit the gifts, abilities and experiences that current members and new comers possess. As one member of the JNAC put it, "Perhaps the time has come for Harcourt to switch its focus from providing 'program-driven ministries' (that are continually looking for people to serve in existing programs) to 'passion-driven' ministries that encourage people to serve as they feel 'called'. The latter may mean letting go of some long-standing programs and letting new ones develop as the Spirit moves among us. We should neither resist nor be afraid of change. This is an important issue for Harcourt to address as it moves into the future.
The feedback suggests that we need to be more proactive in helping people to discover and use their "spiritual gifts." Volunteer opportunities need to be advertised better. Because of many barriers (time, scheduling, childcare, work, age) there is a need for flexibility in opportunities. There is a need for a better understanding of lay ministry. Someone needs to be specifically responsible for facilitating all aspects of volunteer/lay involvement (e.g., recruitment, training, job descriptions, matching, recognition).
Many past attempts have been made to organize our approach to recruiting volunteers. Our success has been sporadic and not very consistent. Harcourt is facing a difficult situation in this regard.
Lay ministry does flow from the gifts, interests, skills and life experiences of the people who come to Harcourt. While we are having difficulty meeting our volunteer needs as they exist today, with a well-supported and directed approach, there is even the opportunity to expand our involvement in this regard. The following are some examples that have been brought to the JNAC's attention that have been developed in other congregations: sports, food service, construction team (helping single mother's with home repairs), cars team (repairing cars/providing maintenance on cars for those who are unable to afford to do so), drama team, special friends etc.
We know what needs to be done. The question is who is going to do it?
Recommendation:
The JNAC recommends that Harcourt:
D) Financial Stewardship:
The JNAC suggests the time is ripe for Harcourt to examine its approach to financial stewardship. Without apology Harcourt needs to develop and implement a more vigorous approach to meeting the financial needs of the church. This will be particularly important if Harcourt is to support the new staff positions recommended by the JNAC, obtain equipment for the 'Youth Program' and maintain its facilities. We must remain sensitive at all times to the economic disparity that exists within the congregation. Further, we must be open and willing to welcome all, regardless of their ability to contribute financially to Harcourt's needs. It was also suggested that Harcourt develop a more open approach to its budget preparation. This should involve an indication of needs and priorities.
Recommendations:
To maintain its financial health Harcourt the JNAC recommends that Harcourt:
E) Worship:
Harcourt has had a long and successful tradition in its worship practices. Under the guidance and leadership of the ministerial and music staff the church has been prepared to explore various forms of corporate worship from the traditional 'sermon based' service to more contemplative forms such as Taize. In addition, Harcourt has developed a well-earned reputation for the quality of its music (e.g. choirs, hand-bells, and instrumental). In general Harcourt's approach to public worship has served the congregation well.
The feedback obtained, however, indicated that though there was satisfaction among many with our existing approach to worship, there was also a body of opinion that suggested Harcourt could do more to meet the needs of those in contemporary society for whom our current worship practices fail to meet their needs. Likewise, opinion varied on musical preferences in the services ranging from 'classical' to 'popular'. Further, many pointed out that worship alone will not meet the spiritual needs of the younger generations and that what we do in worship needs to be supported by a 'youth ministry' that offers innovative programming led by imaginative, enthusiastic and energetic staff. Finally, opinions ranged widely over the use of audio-visual (AV) presentations in worship.
Among many things, the feedback clearly suggested that Harcourt must explore the wide variety of worship styles that currently exist within the larger church. The JNAC strongly suggests that Harcourt must be intentional on introducing, on a weekly basis, an additional worship service to our existing mix. The form of this service needs to be flexible but would likely be less formal, more energetic, use the potential of AV technology, and be more open to exploring musical styles, than the existing services. Further, Harcourt needs to be creative in exploring ways to involve the talents of the laity, both young and old, in worship. Finally, Harcourt needs to be flexible in scheduling times for worship to better fit the needs of busy families.
Recommendations:
The JNAC recommends that Harcourt:
F) Spiritual Growth:
Over the years Harcourt has developed a strong spiritual dimension to its ministry. Though spirituality is often equated with worship experience, in reality it has a much broader context. Thus, outside formal worship, spiritual growth can take place in any number of settings from small groups (e.g. guided prayer, Taize, Mind stretch, Bible study, and Men's Breakfast); through exposure to other spiritual practices, including the Ignatian exercises; and to the leadership and guidance provided by Harcourt's covenanted Spiritual Companions. Clearly, 'spirituality' is difficult to define as its reality is unique to each individual.
Recommendations:
Given Harcourt's experience with, and tradition of spiritual development, the JNAC recommends that Harcourt:
G) Children, Youth, and Family Programs:
It is clear that the needs of the emerging generations continue to change with increasing rapidity. This presents its own set of challenges for Harcourt as it attempts to meet the needs of today's young people.
In today's society family dynamics continue to change. Increasingly, both parents are becoming involved in the workplace, sometimes in widely separated locations, that places stressful demands on the family. Accordingly, weekends become the only available family time. All too often the church loses out in competition with other routine activities including shopping, sports, and even time to sleep in. Further, families are becoming increasingly transient as they pursue career opportunities. This can result in separation from close family members and social dislocation for young family members. With the changing times an increasing number of young people are disenfranchised from the church and have virtually no foundation of faith.
Given the above it will be incumbent on Harcourt to maintain a vibrant Sunday School/Youth/Family program that speaks to the needs of young people and their families, particularly as they wrestle with finding out who they are amidst a host of conflicting pressures. At this time the church must remember that parents also have special need for support and involvement with their children's development. Programs, if they are to be successful, will require committed and sensitive leadership, imaginative planning and good volunteer support. Further, Harcourt needs to provide good nursery care so that young families can be free to attend Sunday services without worry, to participate in family events, and to feel part of the church community. In other words, Harcourt must do its very best to provide a safe and inviting place where all can feel at home.
Recommendations:
The JNAC recommends that Harcourt:
H) Community Relations/Outreach:
Community relations concerns the ways by which the Harcourt relates to the surrounding community. This involves activities in three areas. One involves determining how the community sees us. Harcourt needs an increased awareness of how the community perceives our strengths and weaknesses. A second activity involves providing activities or services to meet the needs of a group in the community, or community as a whole. This may require a special project, classes of various kinds, clinics, services and publications. A third activity is greater participation in the life of the community. This may involve sending representatives to special community meetings, or arranging a meeting to discuss a particular community need and establishing a planning group to carry it through. If adopted, such activities would help keep Harcourt connected to the community. Harcourt might also participate in coordinating services with those of other agencies and groups. These activities would allow Harcourt to play an active and responsible role in the life of the community.
As indicated above, Harcourt needs to communicate better with the community. It also needs to develop its relationships through liaison with community groups. For example, there are four neighbourhood groups in south Guelph to which Harcourt could offer programs and services that would help them meet their needs. Also, there are a number of other faiths and churches in south Guelph with which Harcourt could develop partnerships to make better use of facilities, resources and expertise.
Relationships, as described, take time and energy to develop. They do not just happen. Trust between community partners becomes an important ingredient when establishing these relationships. Further, having someone who can focus her/his attention in this area is beneficial to addressing community relations issues. Maintaining and nourishing these community relationships over time would be the long-term goal, so that gains are not lost as inevitable changes occur with staff.
Recommendations:
The JNAC recommends that Harcourt:
I) Pastoral Care:
In the first JNAC report, it was proposed that Harcourt broaden its definition of pastoral care to include such areas as counselling for individuals, couples and families experiencing difficulties or problems of an emotional, social or relational nature, unemployment, housing issues, support groups, care for aging population etc. Accordingly, the JNAC proposed that a special staff position for Pastoral Care be established.
Currently, the pastoral care committee is limited in what it is offering. Currently, the church has six individuals who volunteer their time to offer care and support to people within the Harcourt community, but in reality it is seniors offering support to other seniors. At the moment, there is little help being provided to, for example, young families. Essentially, the onus for pastoral care falls to the ordained ministers. Pastoral care, in its broadest sense, however, is being offered at Harcourt both through formal and informal means. Small groups are providing support and care to their members. Individuals offer support and care to others. The question to be addressed is whether we are offering as much help as is needed. Are there people experiencing problems and not receiving the help they need? Do we know when people are in need of help? Undoubtedly, many people, experiencing wide-ranging problems, don't always look to the church for help.
Under the JNAC's original proposal, ministerial staff would have continued to be involved in pastoral care but their time and involvement would have been supplemented with additional staff. While statistics are not available, the JNAC suspects that the present expressed need for pastoral care, within the Harcourt community, may be just the tip of the iceberg. Nevertheless, feedback for the JNAC proposal was not supportive, despite recognition of a wide-range of needs.
Most of the feedback received, suggested that volunteers could handle the pastoral care needs, something that currently is not effective. In the past, the Stephen Ministry was discussed as a possible way of addressing pastoral care needs. However, Harcourt made the decision not to pursue this ministry. Further, those offering feedback were concerned about additional costs in hiring another staff person and over the qualifications of such a person, and liability issues. Finally, concern was expressed about duplication of services and that people needing assistance should be referred to the appropriate community agencies.
Recommendations:
The JNAC recommends that:
J) Building a Broad Sense of Community:
Feedback received suggested there is a strong need for small groups at Harcourt. Small groups provide a way for people to connect with each other and to feel comfortable within what can be a large congregation. Newcomers can often feel more at home in small groups and maybe encouraged to take part in the life and work of the congregation.
Harcourt already has numerous small groups including: a Life Group, Harcourt Independents, scouts, cubs, beavers, brownies, guides Mindstretch, Bible Study, Women's Spirituality, Dancing with Scripture, music groups like Watchfire and the guitar group, UCW groups, youth groups, Sacred Circle Dance, Men's Breakfast, and Taize Events such as 'Fiddler on the Roof' and the Guitar Groups' Coffee Houses also build a sense of community. Small groups reflect their nature in different ways. They can be educational, instructional or learning/teaching in nature, supportive, social/recreational and focused on spiritual growth. Some groups may combine all of these in one group.
Despite what already exists, (an information booklet listing all the activities and contact names would be helpful), many suggestions were made for more groups: group or workshop for single parents, social gatherings for families with children, groups for young parents and parents with teens, drop-in groups for parents, exercise groups/dance, global issues group, group for working women, art group, yoga, bridge group, family sports night, craft group, group for guests or newcomers and groups for personal growth. However, there are obstacles the timing and scheduling of these groups;. lack of child care is also barrier for some people. Clearly, Harcourt has to consider new ways of providing for these identified needs, particularly if they are sought by new-comers to the congregation.
Further, because some people don't "do" Sunday worship, they nevertheless stay connected through small groups. Clearly Harcourt is more than simply Sunday morning worship. This reality reflects what Living the Welcome and Emerging Spirit are all about.
Finally, there is a feeling that since Harcourt became an Affirming Congregation, not much has happened to increase awareness, either in our activities or through symbolism. Though Harcourt does celebrate the anniversary of becoming an Affirming Congregation, it would be helpful to the LGBT community if Harcourt could more intentionally acknowledge its status so that those who do not attend Harcourt can feel welcomed and safe. Currently, there are no symbols present in the building or sanctuary that reflect Harcourt being an Affirming Congregation.
Recommendations:
The JNAC recommends that Harcourt:
K) Facilities and Equipment:
The remodeled sanctuary with the up-dated sound and video systems has done much to make our worship space more attractive and flexible. Nevertheless, there are still problems that need to be addressed e.g. the poor visibility of projected material during daylight hours. Further the JNAC suggests that Harcourt reconsider flexible seating in the sanctuary, as the committee felt this would greatly add to the versatility of the space. Given the times in which we live there is a need to provide opportunities for different worship styles (see above) as a means of reaching out to those who are looking for new ways of finding God in worship. One suggestion was that the gymnasium (renamed the hall) could be upgraded to allow Harcourt to provide concurrent/overlapping services that would cater to the differing needs of worshippers. Changes to the gym would undoubtedly incur new expenses (e.g. musical instruments, better lighting, improved sound system, etc.) but the potential benefits of such an investment are great.
Further, if Harcourt is committed to its Children's/Youth/and Family Programs it must be prepared to meet its needs. There has been an expressed need for the creation of a multi-purpose worship centre for 'Kids' Church' and the equipment to make it functional (furnishings, musical instruments, electronic equipment such as camcorders, computers, etc)
If Harcourt is committed to its outreach, and hopes to attract outside groups to use its facilities, it must be prepared to upgrade and maintain the other parts of the building (e.g. the kitchen and its equipment, washrooms, Friendship room and Chapel along with their fittings).
Finally, Harcourt will always need to respond to the inevitable crises that arise from time to time with the building. Thus the church will need to have the wherewithal to meet the inevitable financial costs involved with updating and maintaining its building and equipment and coping with emergencies when they arise. The JNAC suggests Policies should be developed to encourage outside groups to use our facilities as an important part of our outreach, but that would also generate rental income.
Recommendations:
The JNAC recommends that Harcourt:
Typically, Harcourt has been "low key" in advertising to the community know who we are and what we do. Because of this, many people do not know about Harcourt and the programs and services that are offered.
There appears to be support by the congregation for increased visibility of Harcourt within the city of Guelph and in particular, the southern part of the city. Therefore, the JNAC suggests a marketing or communications strategy needs to be developed that would address such issues as: use of the "media"; use of language that is clear and easily understood; a description of our "product"; consider strategies from Emerging Spirit and Living the Welcome and appropriate signage and the use of posters and brochures. The website is currently operational but committed maintenance and better utilization of this communications tool is encouraged.
While the focus of a marketing/communications strategy is on informing the broader community about Harcourt, we must not forget the need for effective and coordinated communication within Harcourt. Feedback indicates that Harcourt needs better internal communication. Events, meetings and special worship services have not always been brought to the attention of those who attend Harcourt. Just as important, any changes in scheduled events needs to be communicated quickly and effectively. Internal communications should be included as part of the communications strategy, particularly now that we have A-V capability. Wise use of this facility could greatly enhance speedy and effective communication.
Recommendations:
The JNAC recommends that Harcourt:
The JNAC considered what might be the best use of Harcourt's personnel, if Harcourt is to be effective in meeting its mission as the congregation moves forward. This prompted the committee to formulate the model presented in the draft report. The intent of this model was neither to fault what is already in place nor to criticize the efforts and deployment of the current staff. Rather, it was offered, as a means of stimulating new thinking about how Harcourt could become more effective in meeting the challenges that lie before it. With John Buttars' retirement, there is an opportunity to reappraise our staffing needs. Is it time to consider a new model? If change is deemed appropriate, the JNAC would hope that it be carried out with sensitivity and with primary concern for those currently on staff
The model proposed one fully ordained minister, a reduction of one from what had existed at the time of John Buttars' retirement. Most of the feedback received on the model focused on the number of ordained ministers that Harcourt should have on staff. Many expressed the feeling that by having only one ordained minister, the concept of team ministry would be missing. The JNAC, however, had assumed the concept of team ministry at Harcourt was not restricted to the ministers but included the entire staff. Nevertheless, having two ordained ministers has worked well and the idea of one minister being male and the other female was particularly beneficial. With only one ordained minister, the fear was expressed that Harcourt would be returning to a hierarchical model of staffing. Also, many suggested the needs of the congregation are such that two ordained ministers are required.
With so much focus on Harcourt's ordained ministry, the JNAC is concerned that the congregation does not fully appreciate and understand what is being presented in the staffing model. The model is built on the needs identified during information gathering, the "Size Transition" and the staff capabilities required to meet those needs. The model is future oriented and while the responses reflect a lukewarm support for the identified functions of staff, there was less enthusiasm for the positions. The JNAC remains convinced, however, that commitment to staffing reflects where we want to go in the future.
The feedback provided indicates that people are confident in the skills, abilities and expertise of existing staff. Some believe that existing staff can fulfill adequately the functions identified in the JNAC model. Simultaneously, there are others who are concerned about the workload that existing staff can be expected to handle. Additional feedback reflects a strong concern, by some, about Harcourt's ability to support the costs of additional staff.
Revised Model
As a result of the feedback received on its preliminary report, the JNAC has devised a revised staffing model built on Harcourt's identified future needs. The JNAC remains aware that other than the strong support voiced for appointment of a second ordained minister, the other positions apparently neither received much attention nor support for their inclusion in the model. However, the JNAC continues to believe that these positions are essential if Harcourt is committed to its vision and mission. If additional paid staff is not supported, decisions will have to be made as to whom among the existing staff is going to fulfill the new responsibilities? Considering the time involved and the specific skills and abilities required, the extent to which volunteers may be able to realistically assume these responsibilities is doubtful.
If the revised model is approved, full job descriptions and terms of appointment will be required for the identified positions. Further, the JNAC acknowledges that the first priority should be the appointment of the second minister whose input would be vital to the development of the other identified positions. All the positions need not be filled simultaneously.
The model, if accepted, will commit the congregation to a financial plan of action. These positions would be in place for two years after which time their effectiveness would be evaluated.
Ordained Ministers (2 FT)
A new additional ordained minister will share major responsibilities for worship and pastoral care. Outreach and community involvement will be included in this person's job description. This responsibility will be shared with the Coordinator of Programs and Services and will include learning how Harcourt is seen in the community and what role it might undertake to meet identified needs in the community, particularly the south end of Guelph.
In particular, JNAC recommends that a new ordained minister possess the following qualities, skills and abilities:
Children, Youth and Families
Staff Associate (FT)
As has been stated, it is important that Harcourt have vibrant and vital programs and services for children, youth and families. This person will be involved with directing Sunday School (Kids Church), youth groups and communicate and interact with parents. Staffing resources are critical but so are additional resources to facilitate the staff in providing the necessary programs and services. Current staffing fulfills this recommendation; however, additional staffing is most likely required. Active, well-organized and coordinated volunteers may also be able to supplement the activities in this area.
Music,
Music Director (PT)
A skilled music director is vital to the success of Harcourt's worship services and programs. Depending on what changes may be made in the format and number of worship services, additional personnel may be required to assist with providing music. Perhaps, if required, this need could be met with the right volunteer involvement.
Coordinator of Programs and Services (PT)
This person will possess the "big picture" of the programs and services at Harcourt and fulfill the following responsibilities:
Marketing/Communications (PT)
This person will be responsible for developing an external marketing and communications strategy, as well as helping find ways to improve communications between programs and participants. These strategies will be developed in consultation with Council and staff. Decisions will be made regarding the message(s) to be conveyed as well as the most effective ways in which the message(s) can be conveyed. This person will have expertise in this area.
Volunteer Coordinator (PT)
This person will be responsible for identifying volunteer needs, recruiting, training, matching, coordinating and supporting volunteers in their various responsibilities. The volunteer coordinator will also plan activities or events to celebrate and acknowledge the role volunteers play in the Harcourt community.
Administrator (FT)
As currently exists.
Secretary (PT)
As currently exists
Custodian (FT)
As currently exists
NB If the above new positions are approved, it would be helpful if team building opportunities for staff were provided immediately following appointments.
Recommendations:
The JNAC recommends that Harcourt:
Once decisions have been made regarding the content and recommendations of the JNAC's report, it will be important to move to implementation. In this regard the church will need to show awareness and flexibility, (e.g. timing of new staff appointments following the selection of the second ordained minister.) Further, there will be a need to identify individuals, committees and/or groups that will be responsible for implementing the decisions that have been made. The individual and/or groups would also be responsible for reporting back to Council regarding progress made. It will also be important to keep the congregation informed about the process of implementation and respond to any concerns that may be expressed.
To facilitate the reporting process the JNAC suggests that it would be helpful to establish priorities, goals and outcomes for the areas on which decisions for action have been made. Time-lines should also be established to make sure that the process is kept moving forward.
The JNAC hopes that given the time and energy, on the part of many people, that has been devoted to the completion of this comprehensive exercise, that the report will not be allowed to languish, and that it will yield fruit. We know Harcourt has the energy, resources, talent and vision, to make great things happen. The JNAC sincerely hopes that our report, with God's love, support and guidance, will help the church step confidently into the future with renewed vigour.
Appendix 1 JNAC First Report Summary
Appendix 2 Visioning Team's Report Summary
Appendix 3 Annual Report for 2006
Appendices are available to read in the office and library.
Appendix 4
8:30 a.m. - Existing Service
Time between services available for music rehearsal when necessary
10:30 a.m. - Existing Service;
Sunday School during 10:30 am Service
5:30 p.m. - Family time (potluck on occasion)
6:30 p.m. - Additional Service - less formal, more energy, different music, use of technology (Sanctuary would be home for this service). Kids Church offered at same time
8:30 a.m. - Existing Service but with increased focus on quiet contemplative style
Time between services available for music rehearsal when necessary.
10:30 a.m. - Additional Service - less formal, more energy, different music, use of technology. Use of gym (hall) as home for this service
10:30 a.m. - Existing service. Use of the Sanctuary as home for this service.
Sunday School held at same time to cater to children from both the existing and additional service congregations.
NB. Clearly, there would be staffing implications and details to be worked before implementation of either of these models.
Appendix 5
List of Recommendations
Emerging Spirit
The JNAC recommends that Harcourt:
The JNAC recommends that Harcourt:
Set some time aside to look at the issues of our beliefs and our use of language and how we communicate on matters of ritual and faith to others outside the church
Keeping in mind that Harcourt "cannot be all thing to all people" and the feedback received, the JNAC recommends that Harcourt:
The JNAC recommends that Harcourt:
To maintain its financial health Harcourt the JNAC recommends that Harcourt:
The JNAC recommends that Harcourt:
Given Harcourt's experience with, and tradition of spiritual development, the JNAC recommends that Harcourt:
The JNAC recommends that Harcourt:
The JNAC recommends that Harcourt:
The JNAC recommends that:
That Harcourt:
The JNAC recommends that Harcourt:
The JNAC recommends that Harcourt:
The JNAC recommends that Harcourt:
|